#gcc for works 2022

[bidhelp]

Types of Government Contracts

To make public projects, build facilities, and buy services possible, government contracts are very important. These contracts make it official for the government and a private business or group to give goods, services, or projects to each other. Anyone in business that wants to buy things for the public should know about the different kinds of government contracts and what they can do for them. This blog talks about the main kinds of government contracts and what they can do for you.

Deals with the government of different types

1. Deals where the price is set

When you sign a fixed-price contract, you agree on the price of providing goods or services ahead of time. When someone is sure of how much something will cost, they often use these contracts.

Types listed below:

Firm Fixed-Price (FFP): The price doesn't change unless the deal's rules do.

Fixed-Price Incentive (FPI): With this type of incentive, you get paid money for meeting goals like success or cutting costs.

FPEPA: stands for "fixed price with economic price adjustment." This means that changes in inflation or the cost of materials are taken into account.

2. Agreements to pay for things

When the government signs a cost-reimbursement contract, it pays the worker for the work they do and a fee for their time. These are great for jobs where it's hard to see how much they cost.

Types listed below:

Cost-Plus-Fixed-Fee (CPFF): Will charge the same amount for the job no matter how much it costs.

A cost-plus-incentive fee: (CPIF) is a type of fee that gives rewards for meeting performance goals and keeping costs low.

For a cost-plus-award-fee: (CPAF), the person gets paid based on how quickly and well they do their work.

3. Plans for tools and time

People who work on T&M contracts get paid based on how many hours they put in and how much the products cost. They're often used when it's not clear what the work entails.

What's important?

There are no changes to the hourly rates for worker and supplies. Allows for flexibility as the needs of the project change. Needs close control to make sure the costs don't go over the plan.

4. Agreements for delivery at any time

When the government has these contracts, they don't have to say ahead of time how many things or services they want. They can just buy what they need.

Types listed below:

With an indefinite-delivery, indefinite-quantity (IDIQ) contract, you can keep meeting your needs as they come up.

What You Need Contracts: The worker does all of the government's work during a certain time.

When you give specific orders in an IDIQ system, you use contracts for Task Orders and Delivery Orders.

5. Contracts that depend on success

People who have performance-based contracts don't get told how to do their work. Instead, they are focused on getting things done.

What's important?

Contractors can pick how they want to do their work. You get paid based on how well you do your work. Boosts speed and fresh thoughts.

6. Deals with rewards

Incentive contracts are given to contractors who save money, work quickly, or meet certain performance goals.

What's important?

Brings the provider's goals in line with the governments. Money is given as a prize for doing a good work. It works for both fixed-price deals and cost-reimbursement deals.

7. Agreements for businesses and governments to work together

Public-private partnerships (PPPs) bring together the public and private sectors to build or improve large buildings or services.

What's important?

Deals that last a very long time, sometimes decades. The government and a business group share a risk. Private businesses are encouraged to put money into public services. Pros of having to deal with the government.

1. A steady stream of income

Government contracts set regular work and playout plans, which give businesses peace of mind about their money.

2. Chances for a lot of business

A lot of the time, government projects come with big contracts that help businesses make more money and serve more people.

3. A better name and more trustworthiness

A business will find it easier to get work in the private and public sectors after getting work from the government.

4. There are chances for small businesses

A lot of government contracts are set aside for new businesses, small businesses, and businesses run by people of colour. Many kinds of businesses are more likely to join because of this.

5. Getting new inventions and ideas out there

Freelancers who work on performance-based or reward contracts are more likely to find new ways to do things, which makes them better at what they do.

6. The chance of growth in the long term

By building ties and getting repeat business, government contracts can help your business grow over time.

Conclusion

Contracts with the government can be very good for companies that are ready to learn how to bid. When businesses know about the different kinds of contracts and their pros and cons, they can decide how to best use their skills and resources. It's possible for businesses to grow and stay in business by hiring the government. This is true whether the hire is cost-reimbursement, fixed-price, or a public-private partnership. Government contracts are very important for making public projects, building infrastructure, and buying services possible. A government agency and a private business or organization sign these contracts to legally agree to give goods, services, or projects. Businesses that want to do public buying need to know about the different types of government contracts and what they can do for them. This guide talks about the main types of government contracts and the benefits of each.

[berniesrevolution]

CATALYST JOURNAL

The Gulf states are transit states because migrants constitute a majority of their populations. The politics of labor control is central to the organization of these states and to the predominance of their political and capitalist classes. The contradiction of Gulf labor politics lies in the autocratic nature of rule based on nonmarket forms of labor control and the continuous demand of the market for a willing labor force.

“When I was coming here [Abu Dhabi], I was asked ten types of questions [by Indian emigration officials] and when non-Muslims went through immigration, they & nbsp;. . . just stamped [the passports] and let them go. This is the reason that Muslims tend to go abroad. We don’t get opportunity there [in India].”1

“It’s just like when the Europeans transported and sold Africans into slavery in America. What happened to the Africans then, happens to us now. We are transported here, the company sells us, commands us. There is no choice. In Nepal, we changed from a kingdom to a republic. If we could take action, if we could organize a strike, we could change this country.”2

During the first decade of the twenty-first century, Sheikh Mohammed al-Maktoum, the self-styled “CEO of Dubai” and its ruler, initiated a construction boom that would turn Dubai into the “city of the future,” a testament to its leadership of a neoliberal Gulf and a model to be emulated elsewhere. As the primary owner of much of Dubai’s real estate and the head of a conglomerate of companies bound to his new vision, Sheikh Mohammed turned Dubai into a node for global finance capital, trade, and consumerism.3 Within a few years, Dubai’s population of migrants, most of them workers, amounted to close to 90 percent of its population. Qatar was soon to follow when, in 2010, it won the right to host the 2022 FIFA World Cup. Hundreds of billions of dollars were invested in twelve football stadiums, highways, train stations, hotels, and entertainment facilities. Hundreds of thousands of workers rotated in and out of Qatar over twelve years to build and maintain the social and auxiliary economic infrastructure these investments required. By 2017, migrants made up 95 percent of Qatar’s labor force and 89 percent of its population. While the United Arab Emirates (UAE) and Qatar have the highest proportions of migrants to citizens, in all other countries of the Gulf Cooperation Council (GCC) except for Saudi Arabia, migrants make up more than half of the population, accounting for thirty million people.4

The Gulf states are transit states, according to political economist Adam Hanieh. They are dependent on the employment of migrants who have no hope of obtaining citizenship because of restrictive laws established in the 1930s.5 Access to citizenship is the most important factor that shapes the rights of migrants. Migrants’ permission to work and live in the country is regulated by a kafala, sponsored by their employers (usually citizens) and regulated by the state, which sets limits to their stay and restricts their ability to change jobs and leave the country. It ensures that migrants, laborers and otherwise, remain transitory residents, excluded from citizenship and deprived of the ability to remain in the country. Abuse of labor under the kafala system is common. It includes restricting the ability of workers to change jobs if their employers do not fulfill their promises. Should the migrants leave their jobs, they become illegal residents. Their very illegality makes them vulnerable to further abuse. Employers often do not pay wages on time or withhold them.6 Wage theft is one of the major complaints that migrants have about their working conditions.7 Migrant workers have no political rights to organize in their own interest because Gulf countries have labor laws that are confined to their own citizens. It is left to international organizations to intervene. These organizations frame workers’ rights as human rather than political rights. As a result, their interventions are dependent on the willingness of the Gulf states to implement them.

The International Labour Organization, Human Rights Watch, and other organizations have turned their attention to the lack of protection and rights of migrant laborers and have succeeded in mitigating some of the abuses. These attempts do not account for the structures that have historically linked capital accumulation by oil companies and the petrostates of the independent Gulf with the regional and global networks and companies that recruit and manage labor. In addition, for the ruling elite in countries so dependent on hydrocarbon and its derivates, finding an acquiescent and disposable labor force is critical for maintaining production, building alliances, and sustaining a class of national capitalists wedded to the perpetuation of labor control.8 Oil companies and the rulers of the GCC states learned this lesson after a series of labor strikes by local migrant Pakistani, Indian, and Arab workers — many inspired by the anti-colonial struggles in the region — threatened to undermine what they termed the “stability” of the relations between labor, capital, and the state.9

The Political Economy of Labor in the Gulf

The processes that inform labor recruitment, management, and control in the Gulf have much in common with the attempts by other states and corporations in capitalist economies to manage labor. We can only look at the difficulties workers at global corporations like Amazon and Starbucks have in unionizing and the outsourcing by Western corporations of most clothing manufacture to Asian countries to understand how global capital, supported by states, searches for politically acquiescent cheap labor. Unlike other capitalist economies, however, the politics of labor in the Gulf plays an outsize role because of the constant need for a supply of overseas labor and the size of the migrant population. As a result, the question of how to deal with migrant workers is central to the organization of the state and to the predominance of a Gulf elite and capitalist class whose ethnicity gives it rights of citizenship and class dominance. In her study of the labor organization of construction workers in Dubai, Michelle Buckley finds that the central contradiction is the hybrid nature of the form of neoliberal capitalism that governs workers’ lives. The autocratic nature of rule in the Gulf states based on nonmarket forms of labor control, exemplified in the kafala system on the one hand and the continuous market demands by corporations for willing labor on the other, allows for a limited range of political action by workers in the region.10

The politics of labor in the Gulf is part of larger historical processes of the expansion of capitalism and empire and the regulation of flows of labor that began in the nineteenth century in the Indian Ocean world, of which the Gulf constituted a critical node. Much of the labor practices and the administrative and legal structures that have been set to regulate labor migration have roots in British colonial administrative laws deriving from its rule in India. The question of origin is important in drawing attention to the fact that the labor regimes that have historically developed in the Gulf are regional adaptations intended to control labor migration, such as indenture, contract labor, and free illegal labor, that have been critical to the growth of global capital in its various iterations. Despite such origins, the neoliberal politics of labor migration are not merely reproductions of old modes of labor control from the capitalism that shaped the advent of empire in the Gulf and the Indian Ocean.

The current practices of labor control do not trace their lineages in slavery, despite the relatively recent (mid-twentieth-century) abolition of slavery in the Gulf. Nor do modern forms of recruitment and regulation of labor bespeak a form of bondage like indenture, although the Indian government has adopted the logic and language of indenture regulation in early twentieth-century British India to regulate the flow of migrants from its country.11 The laborers who flock to the Gulf do so voluntarily as free citizens of national states and are motivated by a variety of reasons, both economic and social. Neoliberal capitalism, according to anthropologist of labor Andrea Wright, disarticulates the social from the economic by framing migrant workers simply as economic actors in a system of accumulation. Migrants’ social networks and family obligations and their dreams of social mobility inform their decision to migrate.12 The GCC and the sending countries view labor as a commodity that can be sold according to market mechanisms. In the words of Filippo and Caroline Osella, the “universalizing discourse of neoliberalism — the dream of self-regulating markets disembedded from social, cultural, or political straitjackets — is at its very heart utterly implicated in the production of practices — central to its global working — that differentiate and advantage players on the basis of anything but purely economic criteria.”13 Using the term “bondage” as a shorthand for labor controls in the Gulf might be a useful discursive tack for labor activists, but it obfuscates the very different structural factors that shape migration and work in the twenty-first century, and it reduces workers to victims incapable of political action without the intervention of international human rights organizations.

In what follows, I address two such structural factors: the complex and commodified forms of kafala that furnish the legal and economic infrastructures that regulate migrants’ lives, and the strategies that Gulf states and companies develop to recruit, enclose, and divide workers along racial/ethnic, gender, and skill/class lines. Despite what appear to be insurmountable obstacles to labor organization, migrant workers have developed several strategies to demand their rights. I draw on the work of scholars of labor activism to conclude with some thoughts on the limits and possibilities of workers’ actions.

(Continue Reading)

[dostoyevsky-official]

What the Fall of Aleppo Means for Russia

For Russia, the loss of regime control in Aleppo reveals deeper vulnerabilities in its Syrian strategy. [...] The naval base in Tartus secures Russia’s access to the Mediterranean, a critical geostrategic asset, while the Khmeimim air base near Latakia enables Moscow to project power across the region and maintain its role as a key player in Syria and beyond. [...] Beyond immediate military concerns, these developments expose Moscow’s growing challenges in preserving its influence in Syria. Since initiating its military intervention in 2015, Moscow’s influence in Syria has rested on several key elements: a partnership with Iran and its network of nonstate actors; coordination with Turkey, with a view to managing competing interests, such as Turkey’s concerns over Kurdish forces and Russia’s support for the Assad regime; a tenuous balancing act with Israel to prevent unintended military clashes and preserve deconfliction agreements; diplomatic outreach to the Gulf Cooperation Council (GCC); and efforts to maintain a working deconfliction mechanism with the United States. However, each of these pillars has come under strain not only due to shifting realities in Syria but due to the spillover effects of Ukraine and Lebanon. The Russian-Iranian partnership has been particularly critical to Russia’s objectives in Syria. [...] Russia’s approach to Iran in Syria has shifted dramatically since its invasion of Ukraine in 2022. Moscow previously balanced between Iran and Israel, exemplified by its 2018 commitment to keep Iranian forces away from Israel’s border and its silence during Israeli strikes on Iranian assets. However, following Russia’s invasion of Ukraine and especially after Hamas’s Oct. 7, 2023, attack on Israel, Moscow has aligned more closely with Iran’s so-called Axis of Resistance. Meanwhile, Russia and Turkey have frequently clashed over their competing visions for Syria’s future. [...] Since the start of its war in Ukraine, Russia has sought to maintain close relations with Turkey, a NATO member and critical trade partner for Moscow. This effort, coupled with Russia’s diminished resources across various regions, has positioned Ankara in a place of relative advantage. This dynamic is particularly evident in the South Caucasus, where Turkey, through its support for Azerbaijan against Armenia, has assumed a more active role in shaping regional dynamics. The resurgence of HTS and Turkish-backed rebels will likely force Russia to reach new understandings with Turkey in Syria. While Moscow previously criticized Ankara sharply over rebel activities in Idlib, Russia’s current military constraints and need to maintain Turkish cooperation amid the Ukraine war—specifically for critical trade routes, access through the Bosporus for its naval operations, and to discourage Turkey from supplying Ukraine with advanced arms—have tempered its response. Instead of denouncing Turkey for failing to control HTS, Russian officials have emphasized the Astana format as a mechanism for stability, suggesting that Moscow seeks accommodation rather than confrontation with Ankara. [...] Moscow’s strategy in Syria going forward likely will involve a pragmatic adaptation rather than a withdrawal or a complete overhaul. This may require Russia to reconcile with the reality that its reduced military influence demands greater flexibility with regional powers. Rather than reevaluating its commitment to the Assad regime, Moscow appears determined to preserve its Syrian presence by recalibrating its methods.

2 December 2024

[global-research-report]

Global Facade Market Insights: Regional Dynamics and Leading Players

The global facade market size was valued at USD 234.9 billion in 2023 and is expected to register a compound annual growth rate (CAGR) of 7.6% from 2023 to 2030. The rise in construction-related activities has been an important factor in driving the market. Furthermore, technological innovations are leading to the development of energy-saving facade materials. These advanced products absorb solar energy and find widespread adoption in several commercial and residential buildings as a secondary source of electricity generation.

The market is expected to grow at a considerable rate over the forecast period. This growth can be attributed to rising customer spending power, primarily in China, Japan, India, Brazil, and GCC countries, along with the need to provide a secure work environment to employees. Furthermore, the use of metal composite materials offers a durable, harmonious, and modern appearance to the building. Increasing usage of such composite materials to build facades is projected to provide an upthrust to the market over the coming years.

Modernization and urbanization are playing a vital role in the growth of the market. Several factors, including waterproofing, fabrication, durability, and resistance to extreme climate, come to play during the construction of facades. Changing perceptions of consumers and increasing focus on the exterior appearance of a building are anticipated to boost the growth of the market. Rising disposable income is leading to increased investments in renovations, which in turn is estimated to augment the market. Growing investments for the advancement in the residential and commercial construction industry in developed countries such as the U.S. can stoke the growth of the market.

The market is expected to grow at a considerable rate over the forecast period. This growth can be attributed to rising customer spending power, primarily in China, Japan, India, Brazil, and GCC countries, along with the need to provide a secure work environment to employees. Furthermore, the use of metal composite materials offers a durable, harmonious, and modern appearance to the building. Increasing usage of such composite materials to build facades is projected to provide an upthrust to the market over the coming years.

Modernization and urbanization are playing a vital role in the growth of the market. Several factors, including waterproofing, fabrication, durability, and resistance to extreme climate, come to play during the construction of facades. Changing perceptions of consumers and increasing focus on the exterior appearance of a building are anticipated to boost the growth of the market. Rising disposable income is leading to increased investments in renovations, which in turn is estimated to augment the market. Growing investments for the advancement in the residential and commercial construction industry in developed countries such as the U.S. can stoke the growth of the market.

Detailed Segmentation:

End-use Insights

In 2022, the commercial end-use segment captured a market share of exceeding 52% in the global market and expected to exhibit a CAGR of nearly 7.7% from 2023 to 2030. Facades are extensively used in commercial and residential buildings to protect the interior and provide a visually appealing outer architecture. 

Regional Insights

In 2022, Asia Pacific accounted for the largest market share of more than 38% in the global facade market. Increasing the construction of new commercial and industrial buildings in countries, including China, India, and Southeast Asia, is contributing to the growth of the region. Additionally, the evolving trends in facade design that is responsive to the geographical location, building use, social aspects, safety and sustainability concerns, is expected to fuel the APAC growth significantly by 2030. Moreover, the growing emphasis on energy efficiency coupled with the hot and humid climatic conditions in the Middle East and Africa region is anticipated to drive the regional market growth.

Key Facade Companies:

ROCKWOOL Ltd.

Aluplex

THE BOUYGUES GROUP

Enclos Corp.

EOS Framing Limited

Saint-Gobain Group

AFS International

Kingspan Group

Lindner Group

Fundermax

Josef Gartner GmbH

HansenGroup

HOCHTIEF Aktiengesellschaft

National Enclosure Company

Key Companies & Market Share Insights

Some of the key players operating in the market include Saint-Gobain Group and Aluplex among others.

Saint-Gobain Group, operating in 70 countries, specializes in designing, manufacturing, and providing materials and solutions for diverse applications, including transportation, infrastructure, buildings, aerospace & defense, and healthcare. Key brands like Certainteed, Gyproc, Isover, and Weber are integral to its product portfolio. Categorized into exterior and interior finishing, technological materials, energy efficiency solutions, and distribution & services, the company offers a wide range of products such as glass, insulation, plasterboard, and high-performance materials.

Aluplex, an Indian firm, specializes in the design, manufacturing, engineering, and installation of architectural facade systems. Their product range encompasses unitized and semi-unitized curtain wall synergy systems, doors and windows, bolted glass assemblies, and double-skinned facades, all rigorously tested for air permeability, seismic loading, and water tightness. The company services various sectors, such as IT companies, hospitals, hotels, banks, and residential projects, Aluplex has notable clients such as Acme Group, Mahindra System, Bank of India, Citibank, and Crisil.

Recent Developments

In December 2023, Saint-Gobain has announced its intention to acquire a majority stake in IMPTEK Chova del Ecuador, a prominent player in the construction chemicals market in Ecuador specializing in innovative waterproofing solutions.

In January 2023, Enclos Corp. announced the successful acquisition of PFEIFER Structures America, LLC, in line with its strategic goal of offering comprehensive custom building envelope solutions. This acquisition enhances the company's product range by encompassing custom structural glass systems, tensile membrane structures, and kinetic structures, expanding its capabilities in delivering tailored solutions to engineers, owners, architects, and general contractors across North America.

Order a free sample PDF of the Market Intelligence Study, published by Grand View Research.

[connect-qatar]

Top Trends Shaping the Future of Construction in Qatar: 2025 and Beyond

Introduction

Qatar’s construction industry is undergoing a massive transformation, driven by technological advancements, sustainability goals, and the legacy of mega-events like the FIFA World Cup 2022. As the country shifts its focus toward long-term development under Qatar National Vision 2030, construction companies in Qatar are adopting cutting-edge innovations to build smarter, greener, and more efficient infrastructure.

In this blog post, we’ll explore the top trends shaping the future of construction in Qatar, from AI-powered project management to sustainable building materials. Whether you’re a developer, investor, or industry enthusiast, understanding these trends will help you stay ahead in this rapidly evolving sector.

1. Smart Construction and AI Integration

How AI is Revolutionizing Construction in Qatar

Artificial Intelligence (AI) is no longer a futuristic concept — it’s actively reshaping how construction companies in Qatar operate. Key applications include:

Predictive Analytics — AI helps forecast project delays, cost overruns, and potential risks.

Autonomous Machinery — Self-driving bulldozers and drones are improving efficiency.

Generative Design — AI creates optimized building designs based on project requirements.

Case Study: AI in Lusail City

Lusail City, one of Qatar’s most ambitious projects, has incorporated AI-driven project management tools to streamline workflows and reduce human error.

2. Sustainable and Green Building Practices

Qatar’s Push for Net-Zero Construction

With sustainability at the core of Qatar National Vision 2030, construction firms are adopting:

LEED-Certified Buildings — Energy-efficient designs are becoming standard.

Solar-Integrated Structures — Solar panels are being embedded into building facades.

Recycled Construction Materials — Companies are using eco-friendly concrete and steel.

Example: Msheireb Downtown Doha

This smart city project is a benchmark for sustainable urban development, featuring energy-saving technologies and carbon-neutral designs.

3. Modular and Prefabricated Construction

Why Off-Site Construction is Gaining Popularity

Faster Project Completion — Reduces on-site labor time by up to 50%.

Cost Efficiency — Minimizes material waste and delays.

High-Quality Control — Factory settings ensure precision.

Qatar’s Adoption of Prefab Techniques

Major projects like Qatar’s FIFA World Cup stadiums used modular construction to meet tight deadlines.

4. 3D Printing in Construction

How 3D Printing is Changing the Game

Rapid Prototyping — Allows quick testing of architectural models.

Affordable Housing Solutions — Reduces costs for large-scale developments.

Custom Designs — Enables complex geometric structures.

Qatar’s First 3D-Printed Buildings

Several pilot projects are testing 3D-printed villas and commercial spaces, signaling a shift toward automated construction.

5. Digital Twins and BIM (Building Information Modeling)

The Role of BIM in Qatar’s Mega-Projects

Real-Time Project Monitoring — Digital twins simulate construction before execution.

Enhanced Collaboration — Architects, engineers, and contractors work on unified digital models.

Success Story: Hamad International Airport Expansion

BIM technology played a crucial role in planning and executing the airport’s expansion seamlessly.

6. Increased Focus on Worker Welfare and Safety Tech

Smart Helmets and Wearable Tech

Real-Time Health Monitoring — Tracks workers’ vitals in extreme heat.

AI-Powered Hazard Detection — Alerts workers about unsafe conditions.

Qatar’s Stricter Labor Laws

New regulations ensure better living conditions and fair wages for expatriate workers.

7. High-Speed Rail and Hyperloop Developments

Qatar’s Investment in Advanced Transportation

Doha Metro Expansions — Enhancing connectivity across major cities.

Potential Hyperloop Projects — Plans for ultra-fast travel between GCC countries.

Conclusion

The future of construction in Qatar is being shaped by AI, sustainability, modular techniques, and digital innovation. As construction companies in Qatar embrace these trends, the industry is set to become faster, greener, and more efficient.

What trend do you think will have the biggest impact? Share your thoughts in the comments! For more insights on Qatar’s construction boom, explore our related articles.

[altumind]

Nearshore vs Offshore: What’s the Difference and Which One Fits Your Business

Due to various reasons such as cost economics, talent shortage, etc., businesses can’t find the right talent onshore. With deadlines looming and customers waiting eagerly, any delay will cost them money and loyalty — the dent in their branding being the other consequence. It makes perfect sense to lean on nearby and distant talent at such critical junctures. This is how we get to Nearshoring vs. Offshoring — two talent models that support the scarcity of skilled resources in any country.

A 2022 global survey of CIOs and IT decision-makers revealed that 93% say the Great Resignation has made it more difficult for IT teams to retain skilled developers — Deloitte

The purpose at the heart of both of them remains clear, getting competent and affordable talent from anywhere. Choosing between the two models hinges on several factors tailored to a business’s unique needs. In this blog, we’ll explore this and more.

Nearshoring: Leverage Neighboring Talent

Nearshoring allows you to grab talent from a country nearby. It blends the cost benefits of offshoring with the convenience of working with a neighboring partner. If any company in the US wanted talent from Mexico or Canada, it could either set up a team there or integrate talent from any of those two countries.

In nearshoring, you look as far as countries in your continent. For instance, nearshoring with Mexico gives you the cost advantage as Mexican Pesos will reduce your per-head costs, compared to US dollars. Canada doesn’t offer significant dollar savings but may provide better cultural integration with a US team. However, neither means compromising on skills — skills always take precedence.

Offshoring: Leverage Far-off Talent

Offshoring is based on the same principle; recruiting talent outside the country. But, in this case, you scout talent in distant regions on continents far away. A bigger talent pool, skilled resources, stronger STEM exposure, affordability, expertise, etc., make this a high ROI model for US and European companies. So much so that more GCCs are setting up bases in Asia to provide specialized solutions.

What started as a means of reducing the cost burden through lower operational costs has now become a value-driven hub. From outsourcing low-end customer support, data entry, translation, etc., these offshore hubs have evolved into innovation and R&D affiliates of their parent MNCs. The stable economy and Govt. support in tier-2 and tier-3 cities made offshore expansion a competitive strategy.

Nearshoring vs. Offshoring: Key Differences

Local Collaboration

Nearshoring means talent in nearby areas can easily visit the parent office. Expos, product demos, client visits, workshops, and other interactive peer activities are more feasible in nearshoring. Weekend catchups are also more likely to happen. Nearshoring allows resources to bond and coordinate offline, taking interpersonal camaraderie to another dimension, and leading to better and faster outcomes.

Offshoring can’t facilitate site visits. Sure you can fly to the other side of the world, but it’s not feasible. The flight tickets, accommodation, food, and other expenses alone mean companies would end up burning cash on these trips, besides the amount of time it would take. This leaves them no choice but to set up meetings on collaboration tools. Somewhere frequent trips would also defeat the purpose of offshoring — lowering expenses to boost the topline.

Cost Efficiency and Savings

Generally speaking, the costs of nearshoring are somewhat more. As discussed earlier, Canada doesn’t offer a hefty cost advantage, something that distant South Asian countries do. Higher labor costs mean, you’ll end up paying more with countries in proximity, but less than onshoring. Near-region rates will not be lucrative, but if logistics comes into play, it might be more rewarding, due to close distances.

Offshoring is way more favorable for cost-cutting measures. Labor in other countries where the dollar gap is high will be more affordable compared to local talent. In bulk, as is the case with teams, the fraction of a cost per head will mean the total cost will be considerably less, making a substantial impact on the overall budget and an attractive option for businesses looking to reduce working costs.

Culture and Communication

Cultural compatibility with talent in nearby regions is more fun and laidback. The language fluidity, social references, and overall vibe of the team will be on the same wavelength. Further, common cultural traditions lead to overlapping holidays, meaning less conflict and confusion around days off — uninterrupted shared downtime. Being in the same time zone also means, communication will be more seamless.

A nearshore model can help eliminate the time-zone fatigue inherent in coordinating handovers during daily endpoints — Deloitte

The lack of cultural similarities means misunderstandings could crop up in offshoring. Offshore workers may not speak the language as fluently as one would hope. It will be intelligible but efforted — leading to delays in communication. The lack of culture fit and some friction around language proficiency can slow down workflows and lead to missed deadlines. Picking offshore regions with strong English academic influence from the ground up can help navigate this issue.

Time Zone

Nearshoring offers the benefit of working within similar time zones, facilitating real-time collaboration and streamlined communication. This synchronicity reduces project lag and supports agile workflows, where iterative feedback and rapid decision-making are critical. Teams can coordinate tasks and schedule meetings without significant delays, ensuring alignment and responsiveness in time-bound tasks.

Offshoring involves working across different time zones, leading to reduced overlap and extended turnaround times. While this can complicate collaboration, it allows businesses to maintain 24/7 operations by leveraging distant teams for after-hour work. Collaboration tools like Slack, Trello, or Jira, combined with clear handoff protocols, can mitigate the challenges of asynchronous workflows.

Talent Pool

Expect a smaller talent pool around your country, unless, of course, you live around a populous country. But generally in Europe and then in North America that is not the case, so a smaller overall pool means fewer chances of landing a relevant domain expert. As such, closing positions from neighboring countries can become a hassle.

Offshoring allows you access to a wealth of talent, especially in regions like China and India. The focus on STEM in these regions means the concentration of relevant talent is higher. Plus, these regions, especially India, have a stronger IT ecosystem — starting in the mid-to-late 80s and perfecting it to the mature and holistic service-based delivery model that stands today.

Regulations and Compliance

Nearshoring involves working with countries with similar regulatory environments, simplifying compliance with labor laws, data protection regulations, and industry standards, and reducing the risk of legal misunderstandings. For instance, European nearshoring partners are bound by comparable and familiar privacy laws like GDPR, ensuring seamless compliance without extensive legal adjustments.

Offshoring, by contrast, involves navigating unfamiliar labor laws, intellectual property protections, and data security standards from different legal frameworks and compliance requirements. Offshoring to countries with less stringent data protection laws may expose organizations to risks if data is mishandled or malicious actors expose the data in the public domain. Furthermore, different tax regimes and labor laws can create operational headaches and require careful legal oversight.

Which one suits your business?

Nearshore or offshore depends on your project or team’s requirements. Don’t make linear decisions by looking at one factor. These are layered decisions that require you to consider multiple KPIs. It’s not always cost or culture — it’s not that black and white. Going to foreign countries means you lose out on culture, but it may not be that big of a deal and could save you a ton.

Similarly, sticking to closer countries gets you a culturally similar team, on-site visits, etc., but you lose out on costs, which may affect your bottom line. So, if dollar savings matters, then offshoring makes more sense. There have been times when businesses went with both — part of the team was in Canada and the remaining members were in India.

An intelligent combination of nearshoring and offshoring seems to benefit companies the most because it allows for the proximity of analytics capabilities to business stakeholders while bridging corporate culture gaps and optimizing costs — PWC

Why? The team composition isn’t locked into one region. The best teams have fluid omni-region operations, recruiting skilled resources globally. The goal is to balance expertise, cultural harmony, and cost-efficiency to close positions soon for faster turnaround times and quick launches. If that means having one resource onshore, two nearshore, and the remaining offshore, that becomes your

Wrapping Up

End of the day, do what makes sense for your unique business KPIs. Carefully evaluate your strategic goals and operational requirements to form the most productive team for your next project. Also, don’t blindly mimic what other businesses do, create a talent plan that matches your business’s strengths and weaknesses. What suits your competitors may not work out for your team’s dynamics.

If you are looking for a nearshore or offshore partner to extend and fortify your onshore crew, consider leveraging Agiliti. Agiliti offers a fine blend of skilled, resourceful, culturally fit, and affordable talent that can lend more acumen and flexibility to your ad hoc and complex projects. We’ll help configure a diverse team tailor-made to your expectations and limitations in no time.

[youthchronical]

Bojaraja Nagar subway to be ready in 3 months, says Greater Chennai Corporation

After three years of construction and repeated delays, the Greater Chennai Corporation (GCC) has committed that the limited use subway (LUS) in Bojaraja Nagar will be completed in three months. Work on the ₹13.41-crore subway, near Kannan Street in Royapuram zone, began on July 1, 2022, with an initial completion deadline of July 2024. However, the project was plagued by delays, resulting in the…

[hudsonmckenzie]

Want to move to the UK from the UAE? Here is what you should know

With waiting times of more than two months, applying for UK visas remains a hassle for UAE citizens. The irony of it all is that after a busy summer that included daily limits on departure passengers from London Heathrow, UAE-UK air travel volumes are beginning to show more signs of a return to normalcy in the coming weeks.

According to sources in the travel business, even though arranging an appointment only takes about 10 days, acquiring a visa actually takes more than 60 days. Currently, there is a significant demand for UK visas, but the long waiting period deters many potential applicants, according to a UAE immigration lawyer. 

While acquiring a Schengen visa is getting easier for UAE citizens after several weeks of lengthy waiting periods, getting a UK visa remains challenging. The wait time for a visa interview has decreased from three to four months to one month or less.

However, the processing time for tourist visas, including regular visitor visa applications, is currently seven weeks on average for the UK. However, some applications can take more time, according to a statement from UK Visas & Immigration (UKVI) and VFS Global.

The UK has created a "Priority Visa Service" with a dramatically decreased processing time of 5–6 days for those who are ready to pay an additional Dh1,500. This is for new customers and students applying for subsidised work routes.

According to industry sources, the backlog is mostly caused by a surge in Ukrainian migrants trying to enter the UK, and aircraft cancellations have only made matters worse. Due to personnel shortages and union strikes, thousands of flights have been cancelled in the UK and Europe during the past few months. Despite this, London was Dubai's top destination in the first half of this year with 1.3 million passengers, making UAE-UK one of the busiest flight routes in the world.

Emiratis and citizens of the other GCC nations will soon have simpler admission since they won't need a visa to visit the UK starting in 2023. They will so be the first nations to gain from the UK's new electronic travel authorization system (ETA).

Passengers must submit an online application for the travel permit, which will likely be made available soon. This can be done at any moment up until a few days before leaving for the country.

Emiratis and citizens of the other GCC nations will soon have simpler admission since they won't need a visa to visit the UK starting in 2023. They will so be the first nations to gain from the UK's new electronic travel authorization system (ETA).

Passengers must submit an online application for the travel permit, which will likely be made available soon. This can be done at any moment up until a few days before leaving for the country.

In the year ending March 2022, the UK issued more than 1.6 million visas and permits, according to a leading UAE immigration lawyer in London. Despite being only about 50% higher than 2019 statistics, this was still 145% higher than 2020 levels.

[saurabhshinde16]

The Growth of Dubai’s Real Estate and What It Means for Careers

Mike Fleet, Deputy CEO, Metropolitan Group, discusses how the brokerage firm’s recognition as a top workplace enhances its ability to attract and retain talent

Mike Fleet, Deputy CEO of Metropolitan Group, is at the forefront of transforming the real estate in Dubai. Under his leadership, the company has been recognised as one of the best workplaces in 2024, securing third place in the Large Business category by Great Place to Work. This accolade highlights Metropolitan's commitment to fostering a positive workplace culture, making it a preferred destination for top talent in the competitive real estate market.

With a focus on employee development and a robust training academy, Fleet ensures that agents are equipped to excel in a rapidly evolving industry. In an exclusive interview with REM TIMES, he shares insights on how these recognitions influence career opportunities and the innovative strategies Metropolitan employs to thrive amidst Dubai’s booming real estate market.

Q. Metropolitan Group has achieved its highest ever ranking in the Best Workplace™ in 2024 in the Large sized business category by the Great Place to Work, placing third. How has this recognition influenced the company’s ability to attract and retain top talent in the highly competitive Dubai real estate market?

Metropolitan Group has achieved a significant milestone by being ranked in the top 20 workplaces in Asia by the Great Place to Work, a global authority on workplace culture. As the only real estate brokerage to achieve this distinction, the Group has reinforced its reputation as a premier employer in the Asia region and a preferred destination for real estate talent.

At the Great Place to Work’s recent awards ceremony, the Metropolitan Group was ranked 17th Best Large Workplaces™ in Asia in 2024 and 6th in the Large Business category in the Best Workplaces in the Middle East™️ 2024. These rankings are based on confidential employee feedback and an audit of management practices and workplace culture.

These recognitions, coupled with our previous accolades as the #1 Best Place to Work for Women in the GCC in 2022 and Best Workplaces for Millennials for two consecutive years, has cemented our reputation as an employer of choice and significantly enhanced our ability to attract and retain top talent in the competitive Dubai real estate market.

These prestigious awards have become a powerful tool in our recruitment efforts. High-calibre professionals are increasingly drawn to Metropolitan Group, impressed by our repeated ability to validate our unique culture and ranking among top global brands operating in the region like McDonald’s and DHL. This recognition underscores our unwavering commitment to providing an exceptional workplace culture and employee experience.

Our repeated high placements in these rankings have directly contributed to our success in filling key leadership positions. Our consistent improvement in the rankings — from 10th to 6th and now 3rd in the UAE — demonstrates our ongoing dedication to creating a unique environment where our employees can flourish and excel. This unique achievement sets us apart in the Dubai real estate market, as we are the first and only real estate brokerage to ever make the list.

High-performing agents who have joined us from other leading firms have not only transitioned smoothly, but have also achieved even greater success, validating our promise of growth and career advancement. Our ranking as one of the best workplaces has become a key differentiator for the Metropolitan Group, making us a highly desirable destination for top talent and strengthening our position in the competitive real estate sector. As part of our ongoing efforts to attract top talent, we recently hosted an event at our new luxury office in Al Salam Tower in Dubai. Potential new hires had the opportunity to gain exclusive insights into the tools and strategies that Metropolitan agents use to achieve high levels of sales success.

Q. Dubai’s real estate market has seen substantial growth in recent years. What trends do you see driving this growth, and how do these trends impact career opportunities within the real estate sector? How is Metropolitan Group positioning itself to take advantage of these trends and what skills or qualities are you looking for in new hires?

Dubai’s real estate market has experienced substantial growth in recent years, driven by several key trends. One major factor is the city’s reputation as a safe and stable place to live and do business. This reputation is reinforced by favorable government policies, such as streamlined processes for business setup and residency, as well as attractive taxation benefits. These elements contribute to the city’s appeal as a prime destination for both living and investment.

The influx of foreign investment is another significant trend. The government’s initiatives to facilitate property investments and ease visa processes have attracted a diverse range of international investors, including high-net-worth individuals and investors from various countries. This growing interest in Dubai’s real estate market reflects a broader trend of seeking stable and rewarding investment opportunities.

Another trend is the increasing interest in branded residences and luxury living. Investors are drawn to Dubai’s unmatched luxury lifestyle, resulting in a growing influx of investors from various nationalities. This trend underscores the importance of understanding high-end real estate dynamics and catering to an elite clientele.

These trends have created a thriving real estate market, resulting in increased career opportunities within the sector. The expanding market means an increasing number of professionals and investors are relocating to Dubai. For instance, we are seeing a notable number of British real estate agents moving to Dubai to capitalise on the lucrative opportunities here.

At Metropolitan Group, we are positioning ourselves to take full advantage of these trends. We have developed a comprehensive training programme for talented salespeople who may not have prior real estate experience but possess proven sales skills and a strong client network. This two-week training programme, supplemented with ongoing online support, is designed to prepare them for success in the real estate sector, equipping them to excel and potentially achieve significant financial success. E.g. Our team recently welcomed a new agent with a unique background. While he had no prior real estate sales experience, he brought over two decades of expertise managing assets for high-net-worth clients in Europe.

Since 2020, he has personally invested in real estate in both Europe and Dubai, quickly recognizing Dubai’s vibrant market potential. Drawn to the city’s dynamic atmosphere, he relocated and joined our team, specializing in high-end properties.

After completing our comprehensive training programme, this agent’s dedication, perseverance and the support of our leadership have propelled him to become one of our top performers across the Group. This example demonstrates that with the right training, office culture and attitude you can be successful in real estate without having extensive experience in the industry.

We are particularly focused on recruiting individuals who are client-centric, organised and structured. We value candidates who consistently evaluate their performance and seek to improve their results. As the market evolves, the demand for skills related to managing client relationships, staying organised and maintaining a disciplined approach will continue to grow.

Metropolitan Group is leveraging these trends by focusing on both experienced professionals and those we can develop through our tailored training programmes. We seek individuals who are dedicated to delivering exceptional client experiences, are highly organised and are committed to continuous improvement.

Q. The Metropolitan Sales and Training Academy is a cornerstone of your HR initiatives. How does the Academy enhance agent skills and ensure they are equipped to deliver the highest standards of client excellence? How does the programme align with the current demands of the real estate market?

The Metropolitan Sales and Training Academy is indeed a cornerstone of our HR strategy, crucial to enhancing agent skills and ensuring the highest standards of client excellence. This initiative is pivotal to our commitment to employee development and client satisfaction.

Our Academy offers a structured approach to skill enhancement through a comprehensive curriculum tailored to various levels of experience. From pre-joining activities to a thorough induction process, we ensure that our agents are well-prepared for real-world scenarios.

We employ a ‘learn-do-review’ model during training, ensuring that learning is both practical and directly relevant to agents roles. All content created for the Academy is developed in collaboration with subject matter experts, ensuring that the training material is current and relevant to the real estate sector.

The Academy’s continuous development reflects the dynamic nature of the real estate market. It offers three levels of training – beginner, intermediate and advanced, allowing for ongoing skill development. Advanced agents who exhibit strong leadership qualities are groomed for future leadership roles within the company.

To maintain the highest standards of client service, we have a dedicated quality control department that conducts monthly quality checks on agent calls. Furthermore, our Metropolitan Stars initiative recognises exceptional performance with awards and opportunities such as a lunch with the CEO. Categories for recognition include the highest number of true checked listings, new live listings, and team leader achievements. These awards not only motivate agents but also emphasise the importance of client experience.

The Academy leverages a top-ranked Learning Management System (LMS) to host and manage our online content. We have invested in the latest authoring software to create engaging and interactive training materials, ensuring that our agents are well-equipped to meet the evolving demands of the real estate market.

The Metropolitan Sales and Training Academy is instrumental in developing agent skills and upholding high standards of client service. By integrating practical training, continuous development and advanced recognition schemes, we ensure that our agents are not only prepared for current market demands but are also poised to lead and excel in the future.

Q, As Metropolitan Group continues to expand, opening state-of-the-art offices and introducing new divisions like Penthouse.ae, what opportunities do you see for career advancement within the organisation?

As our Group continues to expand with the launch of new state-of-the-art offices, there are exciting career advancement opportunities within our organisation.

The Group’s expansion within the UAE and internationally as well as the introduction of new divisions brings numerous career advancement opportunities. Our commitment to investing in our corporate structure and creating talent reserve pools ensures that our team members are well-positioned for success as we evolve. Some of the opportunities for career development include:

Diverse roles and divisions: Our expansion efforts, including the opening of new facilities and divisions, create a variety of roles across different levels of the organisation. This growth allows employees to explore new career paths and take on diverse responsibilities. For instance, the launch of Penthouse.ae has opened up specialised roles within the ultra-luxury real estate sector, offering unique opportunities for career growth.

Promotion pathways: We have seen several high-performing agents progress within the organisation from a successful sales agent to a team leader and then to Head of Sales which exemplifies the career advancement potential within our company.

Leadership development: As we continually refine our corporate structure, we are also focusing on developing and identifying top talent for key positions. We are implementing talent reserve programmes to ensure that we have skilled individuals ready to step into critical roles as they become available. This approach not only prepares our employees for future leadership positions but also aligns with our commitment to internal promotions.

New facilities and divisions: The opening of new offices and the creation of new divisions like the Quality Assurance department provide ample opportunities for employees to take on new challenges and grow within the organisation. These expansions often lead to the creation of new departments and leadership roles, offering employees a chance to advance their careers in line with the company’s growth.

Q. How does Metropolitan Group support employees in their career growth and development to ensure they can take advantage of these opportunities?

At Metropolitan Group, we have made it a priority to support our employees’ career growth and development. This commitment is central to our success as we continue to expand and evolve.

The Sales and Training Academy is a pivotal resource for career development, offering a structured pathway for individuals at all levels of experience. Through our ‘learn-do-review’ model, employees learn new skills, practice them in real-world scenarios and receive feedback to enhance their performance.

We have dedicated programmes within the Academy specifically designed to prepare employees for leadership roles. These programmes focus on developing the skills necessary for effective leadership, combining hands-on learning, practical application, and reflective assessments to build leadership capabilities.

With the establishment of the People, Performance and Culture team, we have significantly invested in HR functions to better support employee development. This includes hiring a range of specialists, such as HR Directors, Learning Specialists, Digital Learning Specialists and Senior Skills Trainers. This team ensures that the Academy’s training programmes remain relevant and of high quality, aligning with our strategic goals and addressing employee needs.

As Deputy CEO, I oversee the HR and learning functions to ensure that our career development initiatives are effectively implemented and aligned with our organisational objectives. This helps maintain a high standard of support and ensures that employees receive the guidance and resources needed to advance their careers.

We provide clear pathways for career progression within the organisation. Employees can see how their roles fit into broader career trajectories, from entry-level positions to advanced leadership roles. This clarity helps motivate and guide employees as they plan their career development.

By investing in our employees’ development and providing clear pathways for advancement, Metropolitan Group fosters a culture of growth and opportunity. This approach benefits not only our employees but also contributes to the overall success of the organisation.

For more real estate news visit Remtimes

[verofax]

Rocket-fuelled results: Verofax is scaling up

Verofax is a traceability specialist for consumer packaged goods (CPG) brands. By creating a digital passport for each item in an inventory, and situating all of those passports within a digital twin, the startup makes inventories interactive and entirely traceable – driving highly accurate brand metrics and operational excellence.

Verofax won the Artificial Intelligence award in the Rocket Fuel Competition at LEAP 2023. So we asked Co-Founder and CEO Wassim Merheby how pitching at LEAP has accelerated the company’s progress.

Could you share the story of how and why you started Verofax?

“Verofax was developed from our personal pain. My co-founder and I had been working for 20 years as sales and marketing executives in global firms. However, it was always a challenge to have our brands engage with direct-to-consumer marketing, and use data to optimise product availability.

“So in 2019, we joined efforts to create a solution for giving every item a digital passport to address inventory and marketing challenges. We started Verofax in 2019 and we launched the Track and Trace service with augmented reality and computer vision in 2021.

“After launch, we quickly scored several pilots with leading consumer brands and Fortune 100 companies, and achieved $500K+ revenue within six months from brands and ecommerce clients. Then In 2022, all clients validated the solution benefits to their business and decided to adopt our solution – leading to over $1M revenue in 2022, and our solution powering the marketing campaigns for leading brands at FIFA World Cup 2023.”

Why did you decide to enter the Rocket Fuel competition?

“As part of our scale up roadmap, we had in mind to cater to the largest regional market (Saudi Arabia) and relocate our regional HQ to Riyadh by 2024. So we participated in LEAP back in 2022, to scout the market for opportunities and validate Saudi opportunities on the tech innovation front.

“We were amazed to see that LEAP is ear-marked to become the largest tech gathering globally, and the quality of networking opportunities surpassed all our expectations. That led us to participate in 2023, to start our relocation plan to KSA, and prospect clients and partnerships based on our market-fit validation with brands sponsoring the FIFA 2022 World Cup.”

How did you feel when you won the Artificial Intelligence award?

“It is an overwhelming feeling of gratification and validation to have our technology recognised among so many great startups that are equally promising. The win has cemented our belief that Saudi is the key GCC market that recognises and supports startups in more ways than any other country. The award was mostly distributed as a bonus for the 35 team members who worked very hard to make our startup a winner – and they were all thrilled from this validation.”

Since LEAP 2023, how has being a competition winner helped you achieve your goals?

“Since LEAP, we’ve received $1.5M in investments, and billed about $1M revenue.”

“LEAP has helped us finalise a vendor relationship with STC and other telcos who have offered to bundle our solutions and offer to the Saudi enterprise customers they service. It has also helped us get scouted by MCIT for their cohort 3 of Tech Champions, and introduced us to the Ministry of Tourism to align on a potential pilot in Saudi. It has helped many Saudi clients trust our technology – and we are currently finalising several engagements with leading Saudi enterprises.”

And what are the next steps for your startup?

“We’ve just completed registering Verofax in Saudi, and we’re currently recruiting five employees for our regional HQ in Riyadh, three of whom will be Saudi. We are readying for the pilot and prospecting over 20 clients in KSA with potential revenue of over $3M.

“We have several investors carrying out due diligence after expressing interest in Verofax as an investment opportunity – we expect to close our funding round by July 2023. We are preparing for STC channel team training to ramp up the bundled service sales across Saudi.”

What would you say to a startup that was considering entering the Rocket Fuel competition in 2024 (or just attending LEAP!)?

“If you are still considering, you will be late – and you’ll miss out on opportunities that are only available this decade in Saudi Arabia. Riyadh is the place to be and LEAP is the tech event that you cannot afford to miss out on.”

Blog source: https://verofax.com/news/rocket-fuelled-results-verofax-is-scaling-up

[credenceresearchdotblog]

The global demand for shock wave therapy was valued at USD 1186.5 Million in 2022 and is expected to reach USD 2069.31 Million in 2030, growing at a CAGR of 7.2% between 2023 and 2030.Shock wave therapy, a non-invasive treatment modality, has gained considerable traction in the medical field over recent years. This innovative approach, primarily used for musculoskeletal disorders, has expanded into various therapeutic areas, presenting promising opportunities in the healthcare market. This article explores the current landscape of the shock wave therapy market, recent trends, technological advancements, and future prospects.

Browse the full report at https://www.credenceresearch.com/report/shock-wave-therapy-market

Understanding Shock Wave Therapy

Shock wave therapy involves the application of acoustic waves to targeted areas of the body to promote healing and reduce pain. The therapy utilizes high-energy shock waves to stimulate cellular repair and regeneration, alleviate inflammation, and enhance tissue repair. It is commonly employed for treating conditions such as plantar fasciitis, tendinitis, and calcific shoulder tendinopathy, among others.

Market Overview and Growth Drivers

The global shock wave therapy market has been experiencing robust growth, driven by several key factors:

1. Rising Prevalence of Musculoskeletal Disorders: An increase in the incidence of musculoskeletal disorders due to aging populations and active lifestyles has boosted the demand for effective and non-invasive treatment options like shock wave therapy.

2. Growing Awareness and Adoption: Increasing awareness among patients and healthcare providers about the benefits of shock wave therapy has led to its wider acceptance and adoption. The therapy's non-invasive nature, coupled with its potential for quicker recovery times, has contributed to its popularity.

3. Technological Advancements: Continuous advancements in shock wave therapy technology have led to the development of more efficient and precise devices. Innovations such as focused shock wave therapy and radial shock wave therapy have enhanced the efficacy of treatments and expanded their applicability.

4. Expanding Applications: Initially used primarily for musculoskeletal conditions, shock wave therapy has found applications in other areas such as urology (for treating kidney stones) and dermatology (for treating cellulite and scars). This diversification has opened new revenue streams and market opportunities.

Key Players

Dornier MedTech

Shockwave Medical Inc

BTL Industries

EDAP TMS

Boston Scientific Corporation

Bio-Med Inc

Inceler Medikal Co. Ltd

Karl Storz SE & Co. KG

EMS Dolorclast

Others

Segmentation

By Technology

Electrohydraulic Shock Wave Therapy (ESWT)

Electromagnetic Shock Wave Therapy (ESWT)

Piezoelectric Shock Wave Therapy

By Application

Orthopedic Conditions

Urology

Cardiology

Dermatology

Physiotherapy and Sports Medicine

Veterinary Medicine

By End-User

Hospitals

Clinics and Rehabilitation Centers

Sports and Fitness Centers

Veterinary Clinics

Home Use Devices

By Type of Shock Wave

Focused Shock Waves

Radial Shock Waves

Low-Energy Shock Waves

High-Energy Shock Waves

By Patient Age Group

Pediatric

Adult

By Region

North America

The U.S.

Canada

Mexico

Europe

Germany

France

The U.K.

Italy

Spain

Rest of Europe

Asia Pacific

China

Japan

India

South Korea

South-east Asia

Rest of Asia Pacific

Latin America

Brazil

Argentina

Rest of Latin America

Middle East & Africa

GCC Countries

South Africa

Rest of the Middle East and Africa

Browse the full report at https://www.credenceresearch.com/report/shock-wave-therapy-market

About Us:

Credence Research is committed to employee well-being and productivity. Following the COVID-19 pandemic, we have implemented a permanent work-from-home policy for all employees.

Contact:

Credence Research

Please contact us at +91 6232 49 3207

Email: sales@credenceresearch.com

Website: www.credenceresearch.com

[bhushans]

Bridging the Gap: How the Global EPO Biomarkers Market is Expanding Access to Care

The EPO Biomarkers Market is poised for significant growth, with projections estimating a valuation of USD 118.05 billion by 2032. This expansion is driven by a compound annual growth rate (CAGR) of 5.3%. In 2022, the market demonstrated steady demand, reaching a value of USD 63.52 billion.

Several factors contribute to the burgeoning EPO biomarkers market. Key among them is the increase in sedentary lifestyles and poor dietary habits, particularly in emerging economies. These lifestyle trends have led to a higher incidence of malignancies and chronic renal diseases, thereby fueling the demand for EPO biomarkers.

Request Your Detailed Report Sample With Your Work Email: https://www.futureMarketinsights.com/reports/sample/rep-gb-1382

Since the introduction of artificial intelligence and Internet of Things-integrated medical devices a decade ago, the healthcare sector has grown dramatically. Technological progress has yielded tremendous opportunities for diagnostics and therapies in the medical field.

The study provides large data sets that substantiate important trends influencing the EPO Biomarkers Market’s growth. It provides insights into the tactics used by the major players to emerge and tackle issues that will impede the expansion of the EPO Biomarkers Market. With our in-depth analysis and knowledge of the historical, present, and projected market conditions, the EPO Biomarkers Market study will assist in identifying the issues and help small and medium-sized businesses as well as large ones sail over the challenges.

Competitive Analysis

By Prominent Market Players

Shandong Kexing Bioproducts Co., Ltd., Amgen Inc., Ranbaxy Laboratories Ltd, Johnson & Johnson, Roche Holding AG, Sigma-Aldrich, Thermo Fisher Scientific, Hospira Inc., Biocon, Teva Pharmaceutical Industries Ltd.,

With an extensive SWOT analysis, the FMI’s study presents the strengths, weaknesses, growth prospects and challenges of each player. The report also includes important data including the sales strategy, pricing strategy, and Marketing strategy adopted by these players in the EPO Biomarkers Market

EPO Biomarkers Market: Segmentation

By Region

North America (U.S., Canada)

Latin America (Mexico, Brazil)

Western Europe (Germany, Italy, U.K, Spain, France, Rest of Western Europe)

Eastern Europe (Russia)

Asia Pacific (China, India, ASEAN, Australia & New Zealand)

Japan

Middle East and Africa (GCC, S. Africa)

Detailed analysis on the geographical region and country wise insights are offered in the latest EPO Biomarkers Market report with established Market players as well as incumbents in the region.

By Segment:

EPO Biomarkers is classified on the basis of biomarker, indication, testing method and end user type:

Based on biomarker type, the global EPO Biomarkers is segmented into the following:

Recombinant human erythropoietin

Erythropoietin alfa

Erythropoietin beta

Erythropoietin zeta

Erythropoietin theta

Darbepoietin alfa

Based on indication, the global EPO Biomarkers is segmented into following:

End stage renal disorder

Cancers

Rheumatoid arthritis

AIDS

Others

Based on end users, the global EPO Biomarkers is segmented into the following:

Diagnostic centers

Hospitals

Ambulatory care and surgical centers

Comprehensive analysis of the regional Markets offers exclusive insights on the Market performance across geographies along with relevant graphs, figures, and list of tables.

[manzilcenter1]

Manzil Center: A Lifeline for Special Needs Education in Sharjah

Finding the right school for children with special needs can be challenging. In Sharjah, the Manzil Center stands out for its dedication and comprehensive support. Founded on principles of inclusivity and empowerment, Manzil has been transforming lives since it began.

Introduction to Manzil Center

The Manzil Center started as a non-profit support group called 'Special Families Support' on December 9, 1999. This group focused on helping people with special needs fit into society and quickly grew to over 200 members. It became one of the oldest non-profit organizations in the GCC. On February 7, 2005, the support group became the Manzil Center, officially opened by Sheikha Jameela Mohammed Al Qasimi, Director General of the Sharjah City for Humanitarian Services.

"Manzil" means "Destination" in Urdu and "Home" in Arabic. Initially, Manzil focused on students with cognitive disabilities. In 2022, it expanded its vision and premises to welcome all learners. Now, Manzil operates in both Sharjah and Dubai, offering various services to support its students.

Overview of the Manzil Center

Manzil Center is more than just a school; it is a comprehensive support system for children with special needs. Here are some key aspects of Manzil:

Comprehensive Educational Programs

Manzil offers a variety of programs tailored to meet the needs of its students. These include:

Occupational Skills Program: This program is approved by the Knowledge and Human Development Authority (KHDA) in Dubai. It teaches students practical skills to help them become independent and find jobs.

Child Skills Development: Recognized by the Sharjah Private Education Authority (SPEA), this program focuses on improving the cognitive and social skills of young learners.

Focus on Diversity, Equity, and Inclusion (DEI)

Manzil is committed to diversity, equity, and inclusion. It provides advisory and training services to over 275 companies, 30+ educational institutions, and many government agencies, promoting inclusive practices.

Community and Corporate Engagement

Manzil works with various partners to create a supportive community for people with special needs. This collaboration ensures that students get holistic support, preparing them for life beyond school.

Benefits of a Special Needs School in Sharjah

Choosing a special needs school like Manzil Center in Sharjah offers many benefits:

Individualized Attention

Special needs schools provide personalized education plans for each student, ensuring they get the support they need to succeed.

Skilled Professionals

These schools have experienced and trained professionals who specialize in special education, occupational therapy, and other relevant fields, offering expert care and guidance.

Inclusive Environment

Special needs schools create an inclusive and supportive environment where students can learn and grow without facing stigma or discrimination.

Comprehensive Support Services

From educational programs to therapeutic services, special needs schools offer a wide range of support services in one place, making it easier for families to get the help they need.

Community Integration

Schools like Manzil help students integrate into the broader community, promoting social inclusion and helping them develop skills for independent living.

How to Get Started with the Manzil Center

If you are considering the Manzil Center for your child, here’s how to get started:

Visit the Center

Schedule a visit to the Manzil Center to tour the facilities, meet the staff, and understand the programs and services offered.

Consultation and Assessment

Manzil offers consultation and assessment services to determine your child’s specific needs. This step is crucial in creating a personalized education plan for your child.

Enroll in a Program

Based on the assessment, you can enroll your child in the appropriate program. Manzil offers a range of programs to meet different needs, ensuring your child gets the best support.

Engage with the Community

Join the Manzil community by participating in events, workshops, and training sessions. Engaging with other parents and professionals can provide valuable support and resources.

Monitor Progress

Regularly communicate with the Manzil staff to monitor your child’s progress and make necessary adjustments to their education plan. Continuous evaluation ensures your child stays on track to achieve their goals.

Conclusion

The Manzil Center is dedicated to inclusive education and support. With a rich history, a wide range of programs, and a commitment to diversity, equity, and inclusion, Manzil offers exceptional support for children with Special Needs School at Sharjah. By choosing Manzil, you provide your child with the best education and join a community dedicated to making a difference.

For more information or to schedule a visit, contact the Manzil Center today and take the first step toward a brighter future for your child.

[umadeochake]

Global Mobile Accessories Market Research Report, Demand and Future Trends Till 2036

Research Nester published a report titled “Mobile Accessories Market: Global Demand Analysis & Opportunity Outlook 2036” which delivers a detailed overview of the global Mobile Accessories marketin terms of market segmentation by product type, packaging, price point, distribution channel, and by region.

Further, for the in-depth analysis, the report encompasses the industry growth indicators, restraints, and supply and demand risk, along with a detailed discussion of current and future market trends that are associated with the growth of the market.

The global Mobile Accessories market is projected to grow at a CAGR of ~7% by attaining noteworthy revenue during the forecast period, i.e., 2022 – 2031. Growing back cover sales is anticipated to propel the growth of the market during the forecast period. For instance, around 75% of smartphone users were projected to be using protective cases. Additionally, the increasing number of internet users across the globe is further expected to hike the market growth over the forecast period. Significant growth in the internet user is observed in the recent decade, for instance, approximately 4.5 billion people are estimated to be using the internet in 2022.

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Additionally, by packaging, the global Mobile Accessories market is segmented into folding cartons, boxes & bags, pouches, trays, and others. Out of these sub-segments, the folding cartons segment is estimated to obtain a noteworthy share in the market during the forecast period. The growth of the segment can be accounted to the spiking production of packaging paper and the growing utilization of folding cartons. As of 2020, more than 350 million metric tons of packaging paper were produced globally.

Furthermore, the global Mobile Accessories market, by region, is bifurcated into North America, Europe, Asia Pacific, Latin America, and the Middle East & Africa region. Out of these regions, the market in the North America region is estimated to grow at a rapid pace over the forecast period on the back of the presence of personal electronics and mobile phone. As of 2020, around 300 million smartphone users were estimated to be living in the United States while approximately 150 million smartphones were shipped to the USA in 2021.

The research is global in nature and covers a detailed analysis of the market in North America (U.S., Canada), Europe (U.K., Germany, France, Italy, Spain, Hungary, Belgium, Netherlands & Luxembourg, NORDIC [Finland, Sweden, Norway, Denmark], Poland, Turkey, Russia, Rest of Europe), Latin America (Brazil, Mexico, Argentina, Rest of Latin America), Asia-Pacific (China, India, Japan, South Korea, Indonesia, Singapore, Malaysia, Australia, New Zealand, Rest of Asia-Pacific), Middle East and Africa (Israel, GCC [Saudi Arabia, UAE, Bahrain, Kuwait, Qatar, Oman], North Africa, South Africa, Rest of the Middle East and Africa). In addition, analysis comprising market size, Y-O-Y growth & opportunity analysis, market players’ competitive study, investment opportunities, demand for future outlook, etc. have also been covered and displayed in the research report.

Higher Prevalence of E-Commerce to Foster the Growth of the Market

In 2020, over 1.5 billion individuals were noticed to be purchasing goods from e-commerce sites.

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In modern times, more than 24 million e-commerce sites are noticed to be working constantly. Moreover, Mobile Accessories are easily available on e-commerce sites at affordable prices. Furthermore, the rising inclination of people toward the utilization of the internet is also estimated to major reason to boost the prevalence of e-commerce globally. Therefore, such a demand is anticipated to propel the growth of the market during the forecast period.

However, the chances of fake branding and fake branding and higher cost associated with phone accessories are expected to operate as a key restraint to the growth of the global Mobile Accessories market over the forecast period.

This report also provides the existing competitive scenario of some of the key players in the global Mobile Accessories market which includes company profiling of Lava International, Kingston Technology Corporation, Sony Corporation, Plantronics, Inc., GN Group, Samsung Electronics Co., Ltd., Harman International Industries, Incorporated, Apple Inc., Micromax Informatics, and Skullcandy Inc. The profiling enfolds key information of the companies which encompasses business overview, products and services, key financials, and recent news and developments. On the whole, the report depicts a detailed overview of the global Mobile Accessories market that will help industry consultants, equipment manufacturers, existing players searching for expansion opportunities, new players searching for possibilities, and other stakeholders to align their market-centric strategies according to the ongoing and expected trends in the future.     

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Research Nester is a leading service provider for strategic market research and consulting. We aim to provide unbiased, unparalleled market insights and industry analysis to help industries, conglomerates, and executives to take wise decisions for their future marketing strategy, expansion and investment, etc. We believe every business can expand to its new horizon, provided the right guidance at a right time is available through strategic minds. Our out of box thinking helps our clients to take wise decisions in order to avoid future uncertainties.

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Lentil Protein Market Size, Share, Trends, Growth Opportunities and Competitive Outlook

Lentil Protein Market research report has been prepared with the systematic gathering and evaluation of market information for  industry which is presented in a form that explains various facts and figures to the business. A comprehensive analysis of the market structure along with the forecast of the various segments and sub-segments of the market have been delivered through Lentil Protein market report. Furthermore, the report also illustrates major prime vendors, associated with their valuable share, value, capacity, company profiles and essential shares engaged by each company.

The overall Lentil Protein market report is classified by the primitive players, application, types and geographical areas. The report contains thorough description, competitive scenario, wide product portfolio of key vendors and business strategy adopted by competitors along with their SWOT analysis and porter's five force analysis. The wide ranging market report performs geographical analysis for the major areas such as North America, China, Europe, Southeast Asia, Japan, and India, with respect to the production, price, revenue and market share for top manufacturers. Lentil Protein market research report not only saves precious time but also add credibility to the work.

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Data Bridge Market Research analyses that the lentil protein market was valued at USD 117.38 million in 2021 and is expected to reach the value of USD 212.48 million by 2029, at a CAGR of 7.70% during the forecast period of 2022-2029. In addition to the market insights such as market value, growth rate, market segments, geographical coverage, market players, and market scenario, the market report curated by the Data Bridge Market Research team includes in-depth expert analysis, import/export analysis, pricing analysis, production consumption analysis, patent analysis and consumer behaviour.

Global Lentil Protein Market survey report analyses the general market conditions such as product price, profit, capacity, production, supply, demand, and market growth rate which supports businesses on deciding upon several strategies. Furthermore, big sample sizes have been utilized for the data collection in this business report which suits the necessities of small, medium as well as large size of businesses. The report explains the moves of top market players and brands that range from developments, products launches, acquisitions, mergers, joint ventures, trending innovation and business policies.

The report provides insights on the following pointers:

Market Penetration: Comprehensive information on the product portfolios of the top players in the Lentil Protein Market.

Product Development/Innovation: Detailed insights on the upcoming technologies, R&D activities, and product launches in the market.

Competitive Assessment: In-depth assessment of the market strategies, geographic and business segments of the leading players in the market.

Market Development: Comprehensive information about emerging markets. This report analyzes the market for various segments across geographies.

Market Diversification: Exhaustive information about new products, untapped geographies, recent developments, and investments in the Lentil Protein Market.

The following are the regions covered in this report.

North America [U.S., Canada, Mexico]

Europe [Germany, UK, France, Italy, Rest of Europe]

Asia-Pacific [China, India, Japan, South Korea, Southeast Asia, Australia, Rest of Asia Pacific]

South America [Brazil, Argentina, Rest of Latin America]

The Middle East & Africa [GCC, North Africa, South Africa, Rest of the Middle East and Africa]

Some of the major players operating in the lentil protein market are:

Glanbia plc. (Ireland)

Now Health Group, Inc. (U.S.)

Nutiva Inc (U.S.)

The Simply Good Food Co (U.S.)

Iovate Health Sciences International Inc. (Canada)

MusclePharm Corporation (U.S.)

Kerry Group Plc (Ireland)

CytoSport, Inc. (U.S.)

The Nature's Bounty Co. (U.S.)

Reliance Vitamin Company, Inc. (U.S.)

Herbalife Nutrition, Inc. (U.S.)

Danone SA (France)

General Nutrition Centers (GNC) Holdings, Inc. (U.S.)

Orgain Inc. (U.S.)

True Nutrition (U.S.)

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About Data Bridge Market Research:

Data Bridge set forth itself as an unconventional and neoteric Market research and consulting firm with unparalleled level of resilience and integrated approaches. We are determined to unearth the best market opportunities and foster efficient information for your business to thrive in the market. Data Bridge endeavors to provide appropriate solutions to the complex business challenges and initiates an effortless decision-making process.

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